Implementing Management 3.0 (Workout) using the UVF; Part II (24 June 2014)

This is Part II of a 2 part series on the UVF and Management 3.0.

Jurgen Appelo was here in Stockholm on Monday, 16 June (as part of his M3.0 Workout tour), walking a group of eager participants through his Management 3.0 Workouts (and, we will map the UVF in Part II of this series to the M3.0 Workouts).  As we shared in our previous post, (Implementing Management 3.0 using the UVF (Unified Vision Framework); Part I), it is encouraging to see how well the content from M3.0 and M3.0 Workout maps to the UVF.

The reason we did this mapping is to help leaders and managers that may be struggling with how to deliver and use the M3.0 body of knowledge within their organization.  We will use the following tools in the balance of this post to demonstrate how M3.0 Workouts map to the UVF:

  • Cascading Vision & VSPT
  • The 4D Model
  • The 4R Model
  • The 4R Model in Reverse (i.e. Root Cause Analysis)

After doing the mapping, we noticed that you can actually do all 17 of the Workouts using only the 4D and 4R Models.  We put together this Dashboard as a quick-guide for the mapping exercise:

M3W slide 17 - Dashboard

As you’ll notice, the 17 Workouts are all included in the left two quadrants at the individual and team levels.  And, not only do all of the Workouts map to this dashboard, this framework is an easy way to communicate how to implement the Workouts using a high-level Business Agile framework.

The following workouts…

  • 4. Work Expo
  • 6. Value Story
  • 11. Improvement Dialogue
  • 12. Champfrogs Checklist

…all either directly or indirectly deal with Vision and VSPT and so the right tool to use from the UVF is the Cascading Vision model:

M3W slide 18 - Cascading Vision VSPT

The following two workouts, included above…

  • 11. Improvement Dialogue
  • 12. Champfrogs Checklist

…are also implemented using the iterative Culture of Vision model from the UVF:

M3W slide 19 - Culture of Vision

The majority of the M3.0 Workouts can be implemented using the 4D Model:

  • 2. Business Guilds
  • 3. Exploration Days
  • 4. Work Expo
  • 6. Value Story
  • 7. Identity Symbols
  • 8. Delegation Boards
  • 9. Yay Questions
  • 10. Personal Maps
  • 11. Improvement Dialogue
  • 13. Project Credits
  • 14. Feedback Wrap
  • 16. Salary Formula
  • 17. Metrics Ecosystem

The 4D Model carries most of the load for implementing the M3.0 Workouts:

M3W slide 20 - 4D

The following Workouts for the individual level are taken care by the 4R Model:

  • 1. Kudo Box
  • 5. Merit Money
  • 6. Value Story
  • 7. Identity Symbols
  • 11. Improvement Dialogue
  • 13. Project Credits
  • 14. Feedback Wrap
  • 16. Salary Formula

The 4R Model mirrors the 4D Model, but at the individual level:

M3W slide 21 - 4RFinally, the last two Workouts, also mapped to the images above, are managed by the 4R Model, but in reverse…

  • 11. Improvement Dialogue
  • 15. Problem Time

…as a tool for iterative Root Cause Analysis:

M3W slide 22 - 4R in Reverse

Management 3.0 and its Workouts are a detailed body of knowledge that a skilled manager can use to help create a Business Agile Culture.  However, as you can see from our images above, we have found that simple structures and communication are always better when trying to manage complexity and to communicate clearly and effectively across all levels of the Enterprise.  For us, the UVF is the simplifying tool that allows Vision to Drive results.

Chip and Dan Heath in their NY Times best selling book, “Made to Stick” (pages 32 & 33) really nail what we’re trying to communicate, “Forced prioritization is really painful. Smart people recognise the value of all the material. They see the nuance, multiple perspectives – and because they fully appreciate the complexities of a situation, they’re often tempted to linger there. This tendency to gravitate toward complexity is perpetually at war with the need to prioritize. This difficult quest – the need to wrestle priorities out of complexity …” is exactly what we need and precisely what the UVF, properly used, delivers.

If you would like more information on how to use the UVF in your organization, please contact Andrew or Ted.


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